Journal of Strategic Human Resource Management

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

The Impact of High Performance Work Practices and Organisational Citizenship Behaviour on Turnover Intentions


Affiliations
1 Assistant Professor, Gautam Buddha University, Yamuna Expressway, Greater NOIDA, UP, India
2 Assistant Professor, Birla Institute of Management Technology, Greater NOIDA, UP, India
     

   Subscribe/Renew Journal


A large number of companies, in particular in IT industry, are inclined towards designing and implementing High Performance Work Practices (HPWPs) in order to improve organisational performance and productivity. HPWPs may be introduced individually or in groups, called 'bundles' of practices, to ensure improved performance of individual employees and of the organisations employing them .In the present study, the model used to explain the HPWPs is the ability, motivation and opportunity (AMO) model. It proposes that HPWPs enhance the employees' ability and skills to do their job, motivating them to excel and perform and the opportunity to participate could lead to positive outcomes for the organisation. These three elements contribute to build sustainable employee performance.HR systems which foster ability, motivation, and opportunity to participate will be the most effective.

The study seeks to analyze the impact of High Performance Work Practices on Organisational Citizenship Behaviour (OCB) of the employees. OCB includes such individual behaviours that are above and beyond the call of duty and is, therefore, discretionary and not directly recognized by the formal reward system but are beneficial to the organisation and can contribute to performance and competitive advantage.

The present study seeks to examine the impact of high performance work practices (HPWP) and on organisational citizenship behaviour (OCB) of the employees and consequently its impact on turnover intentions among the employees. The results of the study suggest that the implementation of HPWP in IT companies have a strong positive link with OCB of employees. The correlation of HPWP and OCB with Turnover Intentions is not very significant.


Subscription Login to verify subscription
User
Notifications
Font Size


  • Agarwala, T. (2003). Innovative human resource practices and organizational commitment: An empirical investigation. International Journal of Human Resource Management, 14(2), 175-197.

  • Allen, D. G., Shore, L. M., & Griffeth, R. W. (2003). The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of Management, 29(1), 99-118.

  • Appelbaum, E., Bailey, T., Berg, P. and Kalleberg, A. (2000). Manufacturing Advantage: Why High-Performance Work Systems Pay Off, Cornell University Press, Ithaca, NY.

  • Arthur, J.B. (1994). Effects of human resource systems on manufacturing performance and turnover. Academy of Management Journal, 37(3), 670-687.

  • Babaei, D., Ahmad, A., & Idris, K. (2012). The impact of human resource practices and organizational citizenship behaviors on fi rm performance. American Journal of Applied Sciences, 9(1), 47-53.

  • Boselie, P. (2010).High performance work practices in the health care sector: a Dutch case study. International Journal of Manpower, 31(1), 42-58.

  • Boxall, P., & Macky, K. (2009). Research and theory on high performance work systems: progressing the high-involvement stream. Human Resource Management Journal, 19(1), 3–23.

  • Boxall, P. & Purcell, J. (2003). Strategy and Human Resource Management, Palgrave Macmillan

  • Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta- analysis of their effects on organizational performance. Personnel Psychology, 59(3), 502-528.

  • Cotton, J. L., & Tuttle, J. M. (1986). Employee turnover : A meta analysis and review with implication for research. Academy of Management Review, 11(1), 55-77.

  • Fey Carl. F., Morgoulis-Jakoushev, S., Park, H. J., & Björkman, I. (2009). Opening the Black Box of the Relationship between HRM Practices and firm Performance: A Comparison of USA, Finland, and Russia. Journal of International Business Studies, 40(4), 690-712.

  • Hoque K. (1999). Human resource management and performance in the UK hotel industry. British Journal of Industrial Relations, 37(3), 419-443.

  • Huselid, M.A. (1995).The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635-672.

  • Mkamwa, Thadeus F. (2010). The Impact of High Performance Work Systems in Irish Companies: An Examination of Company and Employee Outcomes. PhD thesis, Dublin City University.

  • Organ, D. W. (1988). Organizational Citizenship Behavior - The Good Soldier Syndrome. (1st Ed.). Lexington, Massachusetts/Toronto: D.C. Heath and Company.

  • Pare, G., & Tremblay., M. (2007). The infl uence of highinvolvement human resources practices, procedural justice, organizational commitment, and citizenship behaviors on information technology professionals' turnover intentions. Group & Organization Management, 32(3), 326-357.

  • Paul, A.K., & Anantharaman, R.N. (2003). Impact of people management practices on organizational performance. International Journal of Human Resource Management, 14(7), 1246-66.

  • Podsakoff Nathan, P., Whiting Steven, W., Podsakoff Philip M., & Blume Brian, D. (2009). Individual- and organizational- level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94(1), 122–141.

  • Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68, 655–663.

  • Wood, S.J. & Wall, T.D. (2007). Work enrichment and employee voice in human resource management-performance studies. The International Journal of Human Resource Management, 18(7), 1335–1372.

  • Zacharatos, A., Barling, J., & Iverson, R. (2005). High performance work systems and occupational safety. Journal of Applied Psychology, 9(1), 77-93.


Abstract Views: 1071

PDF Views: 0




  • The Impact of High Performance Work Practices and Organisational Citizenship Behaviour on Turnover Intentions

Abstract Views: 1071  |  PDF Views: 0

Authors

Lovy Sarikwal
Assistant Professor, Gautam Buddha University, Yamuna Expressway, Greater NOIDA, UP, India
Jaya Gupta
Assistant Professor, Birla Institute of Management Technology, Greater NOIDA, UP, India

Abstract


A large number of companies, in particular in IT industry, are inclined towards designing and implementing High Performance Work Practices (HPWPs) in order to improve organisational performance and productivity. HPWPs may be introduced individually or in groups, called 'bundles' of practices, to ensure improved performance of individual employees and of the organisations employing them .In the present study, the model used to explain the HPWPs is the ability, motivation and opportunity (AMO) model. It proposes that HPWPs enhance the employees' ability and skills to do their job, motivating them to excel and perform and the opportunity to participate could lead to positive outcomes for the organisation. These three elements contribute to build sustainable employee performance.HR systems which foster ability, motivation, and opportunity to participate will be the most effective.

The study seeks to analyze the impact of High Performance Work Practices on Organisational Citizenship Behaviour (OCB) of the employees. OCB includes such individual behaviours that are above and beyond the call of duty and is, therefore, discretionary and not directly recognized by the formal reward system but are beneficial to the organisation and can contribute to performance and competitive advantage.

The present study seeks to examine the impact of high performance work practices (HPWP) and on organisational citizenship behaviour (OCB) of the employees and consequently its impact on turnover intentions among the employees. The results of the study suggest that the implementation of HPWP in IT companies have a strong positive link with OCB of employees. The correlation of HPWP and OCB with Turnover Intentions is not very significant.


References